Post merger - Leading SATCOM Operator
Client
With ~4B€ revenues and 15,000 employees, our client is a global aerospace leader, headquartered in France and Germany. As part of its strategy to develop in services, it acquired a 500 M€ satellite communication (SATCOM) operator, owned by a renowned private quality. The operator was the result of prior merger – 5 years earlier – of the SATCOM divisions of two large European incumbent operators. The acquisition was to be integrated with our client existing SATCOM business, of a similar size.
The issue
Following the acquisition, our client decided to structure the SATCOM activities around two divisions (government & commercial), focusing on two distinct market segments. Although the leaders of each division were clearly identified prior to the transaction, their management teams were not: Several leaders – from both origins – were possible candidates for each position in the two management teams. The large number of nationalities as well as the considerable culture gap between the acquirer (a large multinational) and acquiree (a mid size private equity portfolio company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
With ~4B€ revenues and 15,000 employees, our client is a global aerospace leader, headquartered in France and Germany. As part of its strategy to develop in services, it acquired a 500 M€ satellite communication (SATCOM) operator, owned by a renowned private quality. The operator was the result of prior merger – 5 years earlier – of the SATCOM divisions of two large European incumbent operators. The acquisition was to be integrated with our client existing SATCOM business, of a similar size.
The issue
Following the acquisition, our client decided to structure the SATCOM activities around two divisions (government & commercial), focusing on two distinct market segments. Although the leaders of each division were clearly identified prior to the transaction, their management teams were not: Several leaders – from both origins – were possible candidates for each position in the two management teams. The large number of nationalities as well as the considerable culture gap between the acquirer (a large multinational) and acquiree (a mid size private equity portfolio company) made the choice particularly sensitive.
Our role
Within a draft organizational blueprint, our client mandated us to:
- - Assess a range of 46 internal – as well as some external – candidates for key appointments for both management teams as well as a certain number of key second line positions, in order to make the most appropriate organizational choices in a way that best leverages the candidate’s competencies, potential and motivation.
- Assist him in designing the final organization in a way that best leverages its future leaders competencies and motivation as well as providing them an opportunity to actively participate in this final blueprint,
- To design with each participant a consistent personal leadership development roadmap, in order to make the project positive for all participants, irrespective of their future role in the new organization.